Four decades. Four areas of hard-won expertise.
What follows is a high level summary of the experience I have accumulated over the years that may be useful to others.
Built for impact
Developing Vision and Strategy
Determining positioning: where are we, what is our destination and why? And what are the major inputs we need to get there?
Performance Diagnosis and Improvement
Setting performance standards and measuring what counts. Identifying strengths and constraints relative to achieving standards. Coaching teams and team members to design the processes and adopt the habits that move the organization beyond the current constraints.
Organizational Flourishing
Applying well-being research to how teams and businesses are built.
Managing international operations
Integrating functional capabilities. Building teams to be creative and flexible, able to discover the path and move towards the destination, rapidly adjusting the course to meet changing circumstances. Leading manufacturing, distribution, and customer relationships across 50+ countries.
Strengths-based Thinking
Identifying and developing what's working, not just fixing what isn't. Building on strengths to create new opportunities, as well as bridge what’s missing.
Industrial Manufacturing & Operations
Being a hands-on operator and investor at OSI Environmental and at number of other enterprises over a lot of years, has produced a particular kind of expertise. It is the kind that comes only from managing a business through every season: growth, adversity, product reinvention, and team building. In the game long enough to inherit your own mistakes.
OSI in particular designs and manufactures oil removal equipment for industrial wastewater treatment, serving customers across more than 50 countries.
The work has required fluency across the full operating stack including engineering and product development, manufacturing and supply chain, customer relationships, international distribution, digital marketing, and the internal team building and process development that allow a smaller enterprise to punch well above its weight. The entry point was as lead investor; the evolution has been a successful and sustaining business, with a team that operates like family.
Coaching and Advisory & Business Transitions
After operating across publicly traded corporations and privately held companies for four decades, pattern recognition sharpens. The bottlenecks that stall businesses and the real strengths that can be built on become visible in ways that are hard to see from inside the organization.
Coaching and Advisory work is selective and is usually focused on owners and entrepreneurs navigating meaningful transitions: performance challenges that resist obvious fixes, strategic inflection points, succession planning, and exit preparation. The goal is to be a thinking partner, to listen and to ask the questions that help clarify what's going on and what the real options are.
Positive Psychology & Coaching
My study of positive psychology, the field built by Martin Seligman and his colleagues at the University of Pennsylvania, began through independent reading and has become a serious and enjoyable ongoing pursuit. It has profoundly shaped how I understand life, leadership, motivation, and human flourishing.
Alongside this study, I am pursuing an education in professional coaching; I earned a certificate in Coaching Essentials from the Institute for Positive Psychology Coaching in May 2026, and continue to advance my training. These pursuits aren’t separate from the work of advising and leading. They are increasingly central to it.
Understanding what enables people and organizations to evolve and flourish is as important as understanding strategy and operations.
Leadership & Organizational Development
Leadership experience spans both ends of the organizational spectrum. I have been involved with publicly traded corporations with all their structure and governance, and owner-operated private companies where every decision is hands on and personal.
That range produces a useful flexibility: the ability to operate with discipline in complex institutions and with agility in lean ones.
Formal leadership roles have included Chapter Chairman of the Young Presidents' Organization (YPO), Cleveland Chapter; Chairman of the Valve Manufacturers Association of America; and membership in the World Presidents' Organization.
These have added a dimension of peer learning and community that formal education alone doesn't provide.